A career in technology often begins in a related discipline, which teaches how to structure operations and evaluate decisions. This is the journey Uri Poliavich followed, going from commercial work to starting his own business. He brings many years of experience in leadership positions, gained in international business development, strategic planning and day-to-day management. The company founded by Uri Poliavich in 2016 became the anchor where this journey transformed into a company he owns.

From practicing law to running a business

Uri Poliavich started out in law and business development, and progressing from one role to another shaped the way he later ran a business. Between 2007 and 2010, he completed a legal internship at HBW Law, where his work focused on international mergers and acquisitions, as well as real estate matters. This period gave him the habit of closely analyzing the structure of a transaction, measuring what could go wrong, and deferring a decision until the terms were clear.

From 2010 to 2012, Uri Poliavich focused on business development, taking charge of operational management and direct work with players in the sector. The years 2013 to 2015 saw the addition of a series of commercial projects, each bringing him closer to independent decision-making. Step by step, Uri Poliavich moved from managing individual assignments to completely leading a company and setting its course.

When he founded his own company, Uri Poliavich had spent years learning how a company is built from the inside out: how a product gets to its users, how a plan holds up when market conditions change, and how a decision made today determines what a company can accomplish a year later.

The founding of a technology company in 2016

The next phase of his career was the creation of his own company. For Uri Poliavich, this step changed the nature of the work. Uri Poliavich structured the company in a specific order, putting the team and structure in place before the product was even ready to be presented. Uri Poliavich described long-term vision as the basis of this approach: a decision made today is evaluated according to its impact on the product, the team and the overall structure of the company, and not just for its immediate result. The goal is not to predict every change in advance. It’s about putting in place a flexible system capable of adapting to new conditions without requiring a total overhaul.

Today, Uri Poliavich’s professional profile brings together several related fields: entrepreneurship, technological development and management. Each of them contributes to the same goal: to create products and reach the audience for which they are intended. This is the form his leadership has taken, keeping product, technology and strategy in a single vision as the company grows.

Being a business owner has also changed what you need to consider when making a decision. A single project could be judged by its own criteria, while a company had to move the product, people and plan in the same direction simultaneously. He described this broader responsibility as the real difference between working in retail and building a business.

Technology and new products at the center

Technology and new products constitute the main axes of the company. Uri Poliavich evaluates a technology solution through its impact on a specific product, how people use it, and the direction the market is taking. A tool only finds its place when it improves this product or the underlying process.

The value of a solution depends on its ability to help create new products, optimize internal processes, and open new avenues to reach an audience. A tool that fulfills neither of these roles provides little value; the test applied by Uri Poliavich therefore remains practical. Innovation deserves its place when it generates truly relevant products and solutions that improve upon previously used approaches.

Uri Poliavich returned to this same point during his public interventions: a new tool matters when it improves the product. He also highlighted several factors that determine whether a business continues to grow:

• The flexibility of its technology;
• The desire to test new solutions before their launch;
• A clear understanding of public needs;
• The ability to quickly adjust processes, as well as long-term planning.

Uri Poliavich formulated this choice as a question that a manager must continually ask himself: which new tools bring real practical value to the company, and which only have the appearance of it. Answering it requires strategic thinking, a willingness to experiment, and the discernment necessary to adapt an idea after its first version has been tested.

Building a global business through change

The company founded by Uri Poliavich has grown to become an international company, and its focus has evolved with the market it serves. He describes growth as a long process where choices made today open or close future options, and he evaluates a new direction based on its effect on the product and the company as a whole.

A well-functioning business model may nevertheless require adjustments, most often due to evolving technologies or changing operational conditions. Uri Poliavich defines the objective as a flexible system, capable of developing existing solutions on a larger scale while remaining open to new formats.

Products designed for one set of conditions do not translate directly to another; each market therefore requires adaptation to local expectations and preferred working methods on site. Testing in real-world conditions is what Uri Poliavich demands of teams, and the results show whether a solution holds up outside of the plans that shaped it.

Sustainable growth depends on a company’s ability to regularly improve and update its product. New tools first go through internal testing, processes are designed to adapt, and the product stays in sync with how customers use it. Uri Poliavich has carried this approach from his early commercial work to the company he runs today.